BASSETLAW DISTRICT COUNCIL ASSET MANAGEMENT PLAN 2012/13 2016/17

BASSETLAW DISTRICT COUNCIL ASSET MANAGEMENT PLAN 2012/13 2016/17 1

TABLE OF CONTENTS Page Number Forward. 5 1.0 Executive Summary.. 1.1 Why Asset Management matters to Bassetlaw 6 2.0 Strategic Context.. 2.1 Where Asset Management relates to Bassetlaw District Council 2.2 Scope of the Plan 2.3 Bassetlaw District Council s Strategic Plan 2.4 The Council s Revised Strategic Themes 2012 2015 3.0 Link between the Strategic Plan & the Asset.. Management Plan.. 3.1 Property Objectives 3.2 Required Outcomes 4.0 Overview of Assets.. 4.1 Property Portfolio 4.2 Leased Assets 4.3 Operational Property Breakdown 4.4 Community Assets Breakdown 5.0 Corporate Asset Policy.. 5.1 Introduction 5.2 Development and Regeneration 5.3 Development and Regeneration Workplan 5.4 Actions 5.5 Current Position 5.6 Key Objectives 5.7 Development and Regeneration Workplan 6.0 Property Disposals.. 6.1 Current Position 6.2 Key Objectives 6.3 Disposal Workplan 7.0 Portfolio Management Investment Property.. 7.1 Current Position 7.2 Key Objectives 7.3 Portfolio Management and Investment Property Workplan 8.0 Managing Operational Property/Supporting Front.. Line Services-- 8.1 Current Position 8.2 Key Objectives 8.3 Operational Property/Supporting Services Workplan 11 14 18 20 25 28 30 2

9.0 Strategic Service Priorities.. 9.1 Property Rationalisation 9.2 Regeneration 9.3 Identification of Joint Service Delivery & Partnership Working 9.4 Housing 9.5 Co-location of Services 9.6 Community Transfer of Assets 9.7 Sustainability 10.0 Organisational Arrangements for Corporate Asset. Management Planning.. 10.1 Introduction 10.2 Political Corporate Asset Management Structure 10.3 The Council 10.4 Cabinet 10.5 Property and Regeneration Group 10.6 Scrutiny Committees 10.7 Corporate Property Officer (CPO) 32 38 11.0 Asset Maintenance.. 37 42 11.1 Overview 11.2 Condition Grades 11.3 Maintenance Backlog 11.4 Scope of Work 11.5 Approved Action to be taken to Reduce Maintance Backlog 11.6 Main Issues 11.7 Budget for Future Maintenance Works 11.8 Breakdown of Condition Bands 11.9 Summary 12.0 Programme Plan / Implementation.. 43 48 12.1 Methodology for Corporate Prioritisation of Projects 12.2 Co-ordination of Asset Management Information and its integration with Relevant Financial Organisational Information 12.3 Risk Management 13.0 Performance Management Framework.. 13.1 Overview 13.2 Performance Indicators 13.3 Property Review/Suitability 14.0 Forward Planning.. 14.1 Property Review/Suitability 14.2 Future Proposals 14.3 National Links 50 52 3

Appendix 1 Summary of Key Objectives.. b 55 Appendix 2 Property Review/Suitability.. 49 55 Appendix 3 Backlog Maintenance.. 54 61 4

FORWARD Bassetlaw District Council s Asset Management Plan will translate into actions the commitments made in the Council s Corporate Plan 2010/2013. The purpose of the plan is to ensure that the Council s property holdings are aligned to meet strategic priorities and service needs to ensure that the right property is available in the right place, and at the right time. Our goal is to get the most from our assets as they support the provision of Council services and the delivery of our priorities. The Council will be judged on the quality of the services it delivers not the quality of its buildings, but those land and property assets do support the on-going provision of the services we provide to our community. Property is the second highest cost incurred by most public authorities after expenditure on staff, and its effective and efficient management is key to being able to deliver value for money and quality services. The Council aspires to use its property assets innovatively, simply because to a greater or lesser extent the land and building s portfolio has a role in almost all of the Council s activity throughout the district. The plan will be reviewed on a regular basis and amended as necessary to reflect changes in strategic needs and priorities. 5

1.0 Executive Summary The Asset Management Plan for 2012-2017, details an effective strategy and robust operational plan for the management of Bassetlaw District Council s significant land and building assets for the next 5 years. The Plan is based on the guidelines issued by the Royal Institution of Chartered Surveyors (RICS) within The RICS Public Sector Asset Management Guidelines which set out the agenda for dealing with property assets; and the Communities and Local Government document Building on Strong Foundations A Framework for Local Authority Asset Management Communities & Local Government (2008). To a greater or lesser extent, the Council s land and buildings portfolio has a role in almost all of its activity, in terms of investment, as accommodation for its services, staff and residents, as well as providing a source of income used to support service provision. The Plan seeks to provide the basis towards ensuring that the property assets owned by the Council are both fit for purpose and provide value for money in order to support the delivery of services to the District. Enhanced asset management has the power to make an extremely wide positive impact. The Asset Management Plan captures the current position of a continually developing asset management plan consisting of practical actions, aligned with corporate objectives and properly supported by a fully resourced management and delivery team. There is a need to improve this further, so as to meet new and ambitious goals for the future. Ultimately by recognising the centrality of asset management to the achievement of Council s corporate priorities as identified in the Corporate Plan 2012-2015. Bassetlaw s Asset Management Plan demonstrates a critically important aspect of the Council s commitment to quality services for the people of the district. With the present economic downturn and the Comprehensive Spending Review has put future public spending under increased pressure. It has never been more important to ensure that the Council is making the most of its land and building assets; and this is a key element in continuing to be able to improve the overall quality of the Council s services despite these conditions and to improve the overall condition of the property holdings. Bassetlaw District Council operates a substantial property portfolio comprising of 1,092 Operational Properties and 51 leased assets with a total combined asset value of just over 52.5 million. With such a large property portfolio, Asset Management planning is essential in order to ensure that Council properties are fulfilling strategic goals adopted by the Council. The key objectives for the Council s property portfolio are: 6

1. Development and Regeneration - As a consequence of our major districtwide landholding the Council is in a fortunate position to influence a number of major development schemes which deal with not just site specific but district-wide issues. Key projects to bring forward include development schemes in Worksop and Retford town centres. 2. Operational Property Ensuring that there are sufficient operational properties that are fit for purpose and in the right location to serve the people of Bassetlaw. This year will see the introduction of a new five year planned maintenance programme alongside projects to provide improved accommodation for front line services. 3. Managing Investment Properties Bassetlaw District Council is in the fortunate position of owning a varied and substantial investment property estate bringing in revenue funds for the Council which it will seek where possible to increase year on year. It is essential to preserve and maximise this income stream by pro-active property management to minimise letting voids within the estate and re-let vacant property on the most advantageous terms to the Council. 4. Capital Receipts Implementation of an improved surplus property disposals strategy in order to provide funds for capital projects, capital receipts from property sales are essential. Over the next 2 years the anticipated total combined capital receipts target is 6.4 million. 5. Support the sustainability agenda. 6. Establish a one Council approach in relation to property and facilities management. 7. Reduce backlog maintenance. 8. The on-going introduction of the Concerto asset management system to provide the Council with a full asset data record management system that contains accurate property records. The Asset Management Plan sets out key priorities for each of the above work areas. This Asset Management Plan identifies property management systems that are in place at Bassetlaw District Council to ensure that the Council s property portfolio is performing and managed effectively and adopts a performance structure to measure success. In an increasingly challenging climate of change/market volatility the Asset Management Plan is essential in order to fully understand the impact of future changes on our assets in order to develop a sustainable strategy in the long term. In addition to this each of the above work areas are interrelated and decision made in one area can impact elsewhere. For example, disposing of a property 7

may impact on the investment property revenue stream therefore it is essential that this process is managed strategically. The Plan looks to further develop Asset Management as part of an ongoing process of regular review and the drivers that shape the development of the overall strategy. 8

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1.1 Why Asset Management matters to Bassetlaw Our property portfolio contributes to the nature of district s built environment and rural landscape in a major way. It is therefore essential that there are effective and efficient management processes in place to deal with property assets as they impact on the quality of life of residents and visitors experience in the district. From our parks, and leisure centres to the Town Hall s. Council owned property impacts on the lives of people in the community and therefore ensuring that the most is made of the property assets the Council has, together with limited resources, is the fundamental reason for this Plan. All types of property are by nature inflexible assets. These assets take time and considerable expense to develop, to operate and ultimately to decommission and dispose of. The Council s disposal process can take time. In a similar way a comprehensive redevelopment scheme can take decades from the initial vision to delivery. Consider how long it takes to buy and sell a house, then relate this to other types of property, it is not surprising that non-residential property disposal takes time, especially within a political and democratic context and with the need to satisfy the Council s legal obligations when doing so. Effective asset planning is essential to bring flexibility to management of the Council s property portfolio. The Audit Commission estimates that the average local authority expends eight percent of its annual revenue budget to running and maintaining property estates. This makes property Bassetlaw s second most costly resource after staff. Effective management is therefore a crucial corporate activity if the Council is to achieve its corporate objectives. Council services have not traditionally been exposed to the total cost of holding and operating property, so these costs are not always as fully understood as they should be. Clearly, there is a need to consider, identify and calculate appropriate property performance indicators that draw on the experience of other organisations, which will then enable officers to regularly review the performance of buildings and then act accordingly. 10

2.0 STRATEGIC CONTEXT 2.1 Where Property Asset Management relates to Bassetlaw District Council Asset and property management has a number of definitions. This Plan focuses on the following definition as set out in Royal Institution of Chartered Surveyors (RICS 2008) Public Sector Asset Management Guidelines: Strategic asset management is the holistic management of property assets as a key corporate resource, requiring the integration and optimisation of capital and revenue expenditure for the benefit of local communities. To enable public sector decision makers to make the right choices for investing in property, bearing in mind the need to review, challenge and prioritise the allocation of resources to achieve value for money and enable policy delivery. 2.2 Scope of the Plan Bassetlaw s Asset Management Plan sets out a comprehensive strategy that applies to all of our property assets (land and buildings) with the exception of the management and operational arrangements for housing, parks and transport infrastructure. In addition, Service Asset Management Plans will have to be developed that provide specific information, the following subject areas that are not covered in detail in this plan: i) An overview of the Council s corporate priorities. ii) iii) Particulars of the extent and nature of the current property portfolio and volume of the current maintenance backlog. Consideration of current and future issues that must be addressed if key corporate objectives are to be achieved and our maintenance backlog reduced. The Asset Management Plan identifies the underlying issues and identifies ways in which the estate will be managed to enhance its value. In this respect priorities are: Maximising capital value, taking into account local priorities. Maximising income from our commercial estate. Releasing latent value in surplus property for reinvestment. Rationalising assets that have been identified as a liability or are otherwise performing poorly. Whether through having a significant 11

maintenance backlog or high running costs and where the property is not adding value to the organisation. Centralisation of all property related budgets to enable corporate prioritisation of property expenditure. Ensuring that all possible cross-cutting opportunities are realised both within the Council and with other public bodies (Total Place). Ensuring that property is in a condition appropriate to use and need, safe and compliant with legislation and suitable and sufficient for the services delivered. Gathering, maintaining and updating key property information. Underpinning the importance of facilities management as integral to good estate management. 2.3 Bassetlaw District Council s Strategic Plan The Council s Corporate Plan covers the period 2012 to 2015. This Plan is reviewed annually and outlines the Council s direction for future years. The Council s mission statement is for a dynamic district where people live, work and prosper and the Council works in partnership with others to develop a quality of life for all The Council is committed to ensuring it clearly identifies those priorities that will be of greatest benefit to the people of Bassetlaw and concentrates effort on delivering those within the identified timeframe of 2012-2015 through its Corporate Plan. This Corporate Plan is the primary corporate plan for the authority. It is supported by: Document 3 Year Revenue Strategy Capital Strategy Asset Management Plan Human Resources and Training Strategy Climate Change Strategy Purpose How we will make crucial financial savings and carefully spend the money that is available to us over the next 3 years in a way that provides value for money to residents How the Council will finance significant investment in services over the next 5 years How the Council will use its land and buildings to maximum effect How the Council will develop staff to ensure excellent services are delivered to customers How the Council will reduce carbon emissions and promote sustainability in the district. 12

2.4 The Council s Revised Strategic Themes 2012-2015 The Council has identified the following ambitions and priorities in the Corporate Plan 2012-2015: Ambition 1 - Economic Regeneration of our District Priorities Create an environment which attracts new businesses and supports business growth Maximise the quality of our Town Centres Work with partners to develop skills and promote employment prospects Ensure Bassetlaw secures a high quality retail and leisure offer Ambition 2 - Quality Housing and the Local Environment Priorities Create pride in our neighbourhoods which are clean safe and accessible Ensure the right quality and mix of housing is available to meet demand Promote energy efficiency and tackle fuel poverty Ambition 3 Involved Communities and Locality Working Priorities Tackle inequality Increase participation in sports and leisure Engage with people who live and work in the District Work in partnership with the Community and Voluntary Sector to support local services Ambition 4 - A Well Run Council Priorities Demonstrate good governance, openness and transparency Maximise efficiency and value for money Deliver well run customer focussed services and facilities Promote fair and equal access to services 13

3.0 LINK BETWEEN THE STRATEGIC PLAN AND ASSET MANAGEMENT PLAN 3.1 Property Objectives Property objectives have been identified as those that deal with current property issues and that fully support the Corporate Plan. The Asset Management Plan adopts a corporate asset management policy, which identifies priority actions, and which links directly to the main aims and priorities in the Strategic Plan. The Asset Management Plan is also prepared alongside the Capital Investment Strategy in order to ensure that our plans are financially sustainable. The focus of the strategy is towards optimising the use of the Council s land and buildings in terms of service benefit, affordability and best value for money. The intention is to create an improved and well planned property portfolio, that is fit for purpose and able to meet changing requirements whilst at the same time is also one that costs less to run, and able to release funds to invest in improved delivery of front line services for the benefit of the community. Specifically the objectives are: To have sufficient, fit for purpose, well maintained and managed property in the right locations to meet the need of services, including community facilities in district and local centres To identify opportunities for Total Place Initiatives in order to reduce the number of administrative office buildings in outlying district and to identify co-location opportunities to share with public sector partners where this benefits the parties in supporting improved service delivery or efficiency To make investment in property that is prioritised corporately according to strategic need and to enhance the Council s commitment to the environment To continue to support and promote regeneration and economic development and employment opportunities within the district To support transformation of service delivery and community infrastructure using strategic property solutions To have an estate that is fit for purpose for the delivery of all Council Services To only retain investment property that generates strong income streams to help fund asset maintenance and support service delivery 14

To identify development opportunities that will encourage business into the district and with this create employment opportunities. To use Council land holdings to support affordable housing. 3.2 Required Outcomes The Asset Management Plan is based on the key outcomes identified below: To deliver schemes which are identified as priorities in the Council s Corporate Plan and Economic Development Unit s Service Delivery Plan. Schemes should be brought forward as part of the Local Development Framework (LDF) and accord with the latest strategic studies for example, retail capacity studies, employment and land availability studies The establishment of a unified approach to property and facilities management that includes the centralisation of management of all Property and Facilities Management services Ensure that development schemes take into account whole life costing and link in with the Council s Climate Change Strategy objectives Centralisation of all related budgets Ongoing work towards the implementation of an effective Asset Data Records Management via the Council s new asset data records management system ( Concerto) Office accommodation transformation Development of an improved surplus property disposals strategy To identify opportunity purchases available that would assist the Council in meeting its strategic objectives and to bring forward schemes that deliver new assets into the Council s property portfolio The identification of co-location of Council services together with opportunities to share accommodation with other public services The improved use of existing resources and to minimise risk through use of sensitivity analysis in project appraisal Addressing historic backlog maintenance Improving the performance of land and buildings held for investment purposes through targeted investment and improvement 15

To be fully aware of market changes and influences so as to be able to maximise the effectiveness of the Council s property review process Supporting the sustainability agenda To be able to manage schemes to a predicted timescale and cost in accordance with a formal project management approach Ensuring that the portfolio is sustainable and flexible enough to meet the needs of services Buildings are located in the optimal position to meet the needs of customers, the service and staff. 16

Corporate Priorities Plans Asset Management Plan Objectives Economic Regeneration of our District Identify development opportunities to encourage businesses to the area to create employment opportunities. Support and promote regeneration. economic development and employment opportunities Maximise the quality of our Town Centres Quality Housing and the Local Environment Involved Communities and Locality Working Identify opportunities to ensure neighbourhoods are safe and accessible. Use of land holdings to support affordable housing. Manage assets in such a way as to achieve improved sustainability of land and buildings. Identification of total place initiatives with other public and third sector partners. Community right to bid. A Well Run Council Sufficient fit for purpose properties in the right locations to meet needs of services. Manage assets in such a way as to achieve improved sustainability of land and buildings 17

4.0 OVERVIEW OF ASSETS 4.1 Property Portfolio The Council s property portfolio largely falls under two main categories: Operational Property and Investment Property. The breakdown of property categories is as shown below:- Category Number Asset Value (31/3/11) 000 Other Land and Buildings 945 36,820 Community Assets 53 281 Assets under construction 2 530 Surplus Assets Not Held for Sale) 186 10,422 Investment Properties 0 0 Assets Held for Sale 1,494 Heritage 12 314 4.2 Leased Assets The Leased Assets portfolio has a total asset value of 3,704,145.50 and generates an annual revenue stream of 339,887.10 per year. The investment property sectors are listed in the table below:- Investment Type Miscellaneous Properties Shops Industrial Estates Number of Properties 11 30 8 4.3 Other land and Buildings and Surplus Assets (excluding leased assets) The Council s operational estate is held for service delivery purposes. These properties have an asset value of 33,115,869.19 and this is broken down into the property types as shown below:- 18

Property Type Admin & Operational Buildings Civic Buildings Museum Car Parks Toilets Community Centres and Sheltered Housing schemes Cemetery Buildings TIC Leisure Centres Other Arts and Leisure facilities Garages and garage sites Golf Course Other Buildings Land holdings Markets Leasehold Flats No of Properties 3 2 1 18 5 20 3 1 2 2 878 1 15 26 2 152 4.4 Community Assets Breakdown The community assets held to provide services to benefit the community are detailed below. These properties have an asset value of 281,358 and their type is broken down in the schedule below. 50 Property Type Parks and Open Spaces Allotment Sites Cemeteries (land only) No of Properties 48 14 3 19

5.0 CORPORATE ASSET POLICY 5.1 Introduction The corporate asset policy identifies how the Council s property portfolio will meet the Council s strategic objectives over the next five years. In order to achieve our corporate vision, four key work areas have been established for Asset Management and associated strategies developed (see diagram 1 below), these are:- Development and Regeneration Property Disposals Portfolio Management Investment Property Managing Operational Property/Supporting Front Line Services An important part of the Property Service business model is the ability to raise external fees from disposals and day-to-day management, which allows Property Services to focus on the above core areas through outsourcing. Disposal fees are currently between 1% - 2.5% dependent on the level of work required to bring sales forward; such fees are charged separately from the disposal price. Strategic Plan Community Plan Diagram 1 Right to Buys Development & Regeneration Core Functions Operational Property/ Supporting Services Property Services Property Disposals Non Core Functions Portfolio Management Investment Property and Heritage Property Rating 20

5.2 DEVELOPMENT AND REGENERATION Mission Statement To pursue regeneration and development projects which will meet the Council s Strategic Aims and Objectives to bring about priority area improvements using existing property resources combined with strategic funds when required and to provide new property assets for the Council. 5.2 Development and Regeneration We are committed to making Bassetlaw a district that people want to live in; a district they can be proud of; a district that is clean, green, safe and healthy. Over the next three years we will work with our partners to regenerate the area and improve the environment people live in. We want to make Bassetlaw a district where people feel safe and are safe. We have already made steps towards improving our principle Town Centres, with investments at Retford Market square, the Development of a Civic square and street market for Worksop. We are committed to a further programme of improvements to both towns, and will actively seek external funding, use our own assets and work with partners to further invest and develop our commercial infrastructure. The Council is actively engaged with the business community in Retford and Worksop. Support and promotion of the town centres include setting up of food demonstrations, using ingredients from local stores and stalls to promote buy local schemes. We are also supporting town centre businesses with a planned series of seminars and workshops which include window dressing, customer service, and use of promotions. We also have controlled free parking initiatives which gives shoppers an extra hour free parking on a buy two, get one free basis. The capital programme includes the provision of work space for business and job creation at the Canal road site (Worksop Creative Village), and we are investing in improving the condition and operations of our car parks. In terms of business support, following the demise of the direct business Link service, we have established an Enterprise Club, where a peer group of 28 local businesses offer support, advice, guidance and encouragement to new start businesses, and in partnership with the Federation of Small businesses and two local networking groups, we have establish Bassetlaw Business Focus, which offers similar peer group support for all manner of existing businesses. We understand the responsibility we have in protecting Bassetlaw s fabulous natural landscape and open spaces. We are determined to meet our residents expectations of cleaner streets and cleaner towns. We will improve our award winning parks and deliver more play areas. 21

We will take action on derelict buildings and empty homes, bringing them back into use. We will improve the gateways to our towns and villages so that people can be proud to be entering Bassetlaw. 5.3 Development and Regeneration Workplan - What needs to done By undertaking an annual review and updates of this plan it will be possible to incorporate and report on details of progress on current and proposed asset development programmes and measuring success in delivery. 5.4 Actions The asset management regime is a cohesive set of actions that provides a balance between corporate control and operational priority. To bring about longterm change, a long-term perspective is required. By taking this view, medium and long-term issues affecting service delivery will be addressed. These include how services are planned and business transformation takes place within value for money initiatives, sustainability agenda, and affordability. While the long term view enables the ability to plan beyond the constraints of the present economic recession. Regardless of this, short-term realities will be addressed in addition to the long-term vision. The Local Development Framework (LDF) is the portfolio of different planning documents that the council will prepare as a replacement to the Bassetlaw local Plan. This core strategy is the key LDF document and provides the overarching spatial development framework for the District. It sets out a vision for change in Bassetlaw to 2026, along with place-specific policy approaches to be taken in order to deliver this vision. The Asset Management Plan will be a key delivery vehicle for the Core Strategy, setting out how the Council will use its assets to contribute to the achievement of the overall vision for change. The Council is now progressing the development of a Community Infrastructure Levy (CIL). The CIL is a charge that local Council s can make on all new development in their area, in order that the necessary infrastructure needed to support that development (e.g. transport upgrades, school places, village halls, play areas, etc.) can be provided. The Council will adopt its CIL Charging Schedule in early 2013. 5.5 Current Position Key Strengths - Extensive commercial landholding particularly in Worksop town centre providing the Council with significant influence in future regeneration projects. 22

- Land bank of residential development sites (see disposals strategy). Areas for Improvement - Worksop town centre requires improvement to underpin retail offer and improve quality of town centre. - Residential sites should be brought forward to meet identified demand. Key Opportunities - Worksop Town Centre Redevelopment Projects. - New Housing Sites - Opportunity Purchases Key Threats - Failure to regenerate key sites in Worksop may affect vitality and viability of town centre - Availability of funding to pump-prime the key development projects - Phasing strategy required in order to maximise opportunities - Lack of quality business start-up space - Weak inward investment offer - Market Volatility - Significant areas of land already owned by developers 5.6 Key Objectives To deliver schemes which are identified as priorities in the Council s Corporate Plan/Economic Development Strategy. Schemes should be brought forward as part of the Local Development Framework (LDF) and accord to the latest strategic studies for example: retail capacity studies, employment land availability study etc. Ensure that development schemes take into account whole life costing and comply with the Council s Climate Change Strategy objectives To identify opportunity purchases to assist the Council in meeting its strategic objectives, and to bring forward schemes that will deliver new assets for the Council s property portfolio 23

To be fully aware of market changes/influences to maximise the effectiveness of the Council s property review exercise To minimise the Council s exposure to project risk through use of sensitivity analysis in project appraisal Manage schemes to predicted timescale and cost in accordance with formal project management approach. 5.7 Development and Regeneration Workplan A workplan has been developed which details priority actions under this Strategy. 24

6.0 PROPERTY DISPOSALS Mission Statement To meet the capital receipts targets set out in the five year Capital Strategy and housing business plan, whilst minimising the impact on the Council s operational buildings, its investment portfolio and delivering on the Council s wider strategic property objectives. The disposal of land and buildings for commercial purposes will in the short to medium term be difficult. In the market place generally, with the exception of food retailing, the demand for commercial land regardless of its prime position is limited. This mainly due to the economic recession, and tied into this the limited supply of commercial funding opportunities. This, taken with the costs associated with the liability to pay rates on empty properties has impacted on commercial development. In relation to residential building land, despite having a significant land bank it is clear that land values for residential development land have been severely impacted. Residential developers who have existing land banks have seen the value of their assets effectively halve in value since September 2007. Research from property agents shows the emergence of stockpiles of over valued land sitting on house builder s balance sheets that cannot be turned into valuable assets until the housing market recovers. The impact is that the market values of redevelopment sites have been adversely affected and will remain so until residential developers start to bringing sites forward for development and require land to maintain their land banks. It is clear that difficult to develop sites will not be seen as of interest to residential developers until their own land banks have been substantially reduced. However, this is not to say that the Council should not market smaller sites that will still be of interest to building companies looking to smaller scale developments. Vacant land and buildings do have an inherent financial implication. For example in terms of ongoing maintenance, security, insurance, empty rates payments, all of which may influence the decision making process to the point where instead of holding an asset until such time as the market improves, it is more viable to seek early disposal to avoid any continuing outgoings and other vacant property management liabilities. 6.1 Current Position Key Strengths - Landbank of high quality housing development sites available for disposal. Areas for Improvement 25

- Housing Sites with existing allocation in the Local Plan should be brought forward for delivery as priority. Key Opportunities - Opportunity to generate sales from General Fund service properties through property review exercise. Key Threats - The General Fund sites are either operational or held for investment purposes and therefore increased receipts in the programme will either require accommodation reviews to identify surplus assets or the Council will lose investment income. This has been budgeted at 6% of capital receipt. - The effect of not achieving anticipated capital receipts has a major effect on the delivery/development of the Council s Capital Programme, therefore where targets are identified a weighting system should be adopted to reflect uncertainty and therefore reduce the impact of influences outside the Council s control. 6.2 Key Objectives To achieve the General Investment Capital Receipts Target / Allowable income loss as summarised below:- 2012/13 2013/14 2014/15 2015/16 2016/17 Capital Receipts Target Loss of Rental Revenue Stream 1,734,000 1,800,000 0 0 0 9,600 0 0 0 0 To generate Housing Revenue Account capital receipts as outlined below:- 2012/13 2013/14 2014/15 2015/16 2016/17 Property Disposals - RTB 71,000 73,000 75,000 153,000 236,000 To focus on the sale of non-income generating assets to minimise income loss as far as possible in the early stages of the programme and then through a robust property review exercise As the supply of surplus property and development land comes to an end, future disposals will be prioritised based on investment performance as identified in the performance management framework 26

Investment and disposal decisions are based on thorough option appraisal and whole life costs Achieve efficiency savings through disposal of surplus operational property Strategic Service Priorities Regeneration Identification of joint service delivery and partnership working Co-location Property rationalisation Community transfer of assets Sustainability. The Council s capital receipts target should be agreed between the Head of Finance and Property and the Corporate Property Officer in order to ensure that the programme is sustainable in the long term and the impact of any new targets is fully assessed. 6.3 Disposals Workplan A workplan has been developed which details priority actions under this strategy. The disposal of surplus property assets provides funding that will help deliver priorities. Increasingly the identification, marketing and subsequent disposal of surplus, under-utilised or under performing property has become a priority for the Council. However the timing of these disposals must have regard to the prevailing market conditions in order to ensure that the maximum benefit to the Council is achieved. The disposals workplan outlines the processes to be followed in terms of initial consultations to confirm that surplus premises are not required elsewhere within the authority, through to marketing and final disposal of the property interest. The impact of the current economic climate and the remaining significant uncertainty regarding the timescale for economic recovery renders the development of a disposals workplan for a 5 year period that can be relied upon as somewhat problematic. It is not possible to predict when the market will recover, or what values will be achieved post recovery. Nevertheless, opportunities to dispose of surplus assets should still be pursued, in particular where these represent an ongoing liability to the Council regardless of the current market conditions. 27

7.0 PORTFOLIO MANAGEMENT INVESTMENT PROPERTY Mission Statement To manage the Council s Investment portfolio to ensure revenue income targets are achieved and additional income is generated where possible through proactive property management and seeking out new investment opportunities The Councils estimated outturn income from Leased Assets 2011/12 is: Industrial Estates Miscellaneous Properties Shops 186,798 57,354 95,735 Total Revenue Stream 339,887 7.1 Current Position Key Strengths - Varied Portfolio with relatively low void rates historically. Areas for Improvement - Due to staff changes there are a wide variety of lease and tenancy agreements that have been adopted and a standard approach is required. - The stock has remained static over the last five years and there is significant potential through ring fencing to adopt a disposal/re-investment strategy to increase income and provide new assets. - Ongoing Programmed Property Maintenance (PPM) is required in order to ensure that investment assets are fit for purpose. - The new Property Management software needs to be fully populated with data. - More effective management of tenant rent arrears through early contact and use of bailiff action where necessary. Key Opportunities - The opportunity exists to purchase new assets to provide the Council with investment return and security. - A number of properties fall within identified redevelopment areas. 28

Threats - Market volatility/demand for properties held in portfolio - Property condition - Tenant default (failure to pay rent and comply with repair covenants) - Property voids 7.2 Key Objectives Property management to maximise investment return in line with market conditions. Debt management through liaison with tenants and if necessary, bailiff action to recover arrears. Minimise Letting Voids through pro-active property management. Performance is challenged continuously and poorly performing properties are identified through benchmarking/performance measures. Assessments are made in respect of further investment or disposal. Undertake maintenance on a planned basis to maintain asset life, repairs to take into account whole life costing. To acquire new properties which generate a financial return for the Council greater than that obtained for alternative non-property investments held by the Council in order to enhance the income streams outlined above. The disposal of under performing assets in order to reduce the Council s costs in terms of management and day to day maintenance and to provide a source of income to reinvest in replacement income producing assets 7.3 Portfolio Management and Investment Property Workplan A workplan has been developed which details priority actions under this strategy. 29

8.0 MANAGING OPERATIONAL PROPERTY/SUPPORTING FRONT LINE SERVICES Mission Statement To provide operational property which is fit for the purpose and work to enhance the quality of operational property through innovative solutions. 8.1 Current Position Key Strengths - Administrative buildings have been maintained on a planned programme. - Health and Safety arrangements are in place including access audits. Areas for Improvement - A number of properties are maintained by Council services outside of Estates and these will benefit from centralised management in the future. - New management software is now in place for estates and existing records are being transferred. - Planned maintenance surveys require revision and should cover all properties where the Council has a direct repairing obligation. Key Opportunities - Opportunities exist to rationalise underused properties or high maintenance properties which are not fit for purpose through the property review process to bring forward General Fund receipts. - Opportunity to secure new accommodation through development projects. - Invest to save opportunities in-line with the Council s Climate Change Strategy. Threats - Maintenance budget must be adequate to meet five year programme. 8.2 Key Objectives To understand the needs/requirements of Services to ensure that the property they occupy is suitable for their requirements and is adequate for future service delivery. 30

To ensure the majority of repairs are carried out under a five-year planned maintenance programme and that repairs take into account whole life costing. To minimise energy running costs and reduce CO2 emissions in accordance with the Council s Climate Change Strategy through energy management. To improve assets where opportunities allow for disposals/ reinvestment. To evaluate opportunities for joint working with partners to achieve efficiency savings (Total Place initiatives). Acquire new Properties where a service need has been identified and as a solution to resolve issues identified in first round suitability surveys. 8.3 Operational Property/Supporting Services Workplan A workplan has been developed which details priority actions under this Strategy. In effect there has to be a change in culture; Council s land and property is a corporate resource and when services operate out of these from these resources they are the temporary custodians of those public assets rather than owner occupiers however they still have the responsibility for maintaining their value. Opportunities to adopt more agile ways of working though Workstyle opportunities, which include Hot Desking and Touchdown facilities together with remote based working. These cultural changes will need to be developed to ensure that the existing accommodation used for office based work is used efficiently and under ideal circumstances this will reduce the overall office space the Council requires. Through Workstyle efficiencies and the increased use of IT and smart working including home based work or working from remote locations this will be possible. The reduction in office space requirements will result in an overall reduction in running costs of the Council s administrative buildings. However, this will come with their own costs since these benefits will need to be properly resourced through investment by the Council in better systems, IT and accommodation. 31

9.0 STRATEGIC SERVICE PRIORITIES Property asset management affects a wide range of Council services and portfolios. 9.1 Property Rationalisation The ongoing improvement work to Queens Buildings as a solution for the provision of quality office accommodation that improves the customer experience and delivers substantial savings through the release of, decommissioning, and subsequent disposal of existing offices The identification of co-location with partner organisations The appraisal of opportunities to identify potentially significant cost savings through a reduction in space requirements. This could well be achieved through the concept of Workstyle, a flexible working solution. In developing this strategy, there will be a requirement to investigate the better utilisation of Council meeting and training rooms, together with storage of archive data. Research will be required however if this is oversupplied in terms of space this is a potential area where savings may be achieved. Additionally, opportunities with other public organisations to share centrally a flexible archive should be considered. 9.2 Regeneration Regeneration is critical to the delivery of Council objectives. We have a strong ambition to regenerate redundant sites, which can be developed to provide an improved environment, better quality of housing, open space and business opportunities. We have clear ambitions to improve the vitality of the town centres of Worksop and Retford and will seek to secure a step change in employment and housing growth around Harworth and Bircotes. By the prudent use of our own assets we will seek to change the quality and provision of employment space, as well as delivering high quality, energy efficient affordable housing units while preserving and protecting both the built and natural environment. We will seek to dispose of low quality, poor yield commercial premises and reinvest into more modern, higher quality premises which will not only give us a better return, but help shift the economy onto a higher value plane. Objectives: Productive and competitive business (a competitive economy). 32

Economic inclusion and increasing participation (raising aspirations, encouraging enterprise, increasing employability and learning and enhancing neighbourhood cohesion). 9.3 Identification of Joint Service Delivery & Partnership Working The Government has identified partnership working as a key means through which much of its policy programme is to be delivered at a local level. The success of this is dependent upon strong leadership, innovation and the spirit of partnership using expert understanding of the needs of residents, customers and citizens. Initially a number of pilot areas were identified but without doubt in the current economic climate the opportunity for public sector organisations to work together and share resources will bring about 3 main benefits: Transforming services that will improve the experience of local residents and deliver better value Deliver efficiencies to validate the work Accumulate baseline knowledge about how effective cross agency working delivers the above. 9.4 Housing A1 Housing (Bassetlaw) Ltd, is the Council s Arm s Length Management organisation (ALMO) which is committed to bringing up to the decent standard all of the Council s 7,000 dwelling houses by the end of the life of the Corporate Plan. The Housing Investment Programme business plan completed by A1 Housing indicated that there was in excess of 41.5m that needed to be spent to bring council owned dwellings to a decent standard.by 2013. Changes have now been made to the allocation process, and the Government now expects that funding would not normally be available to a Council with less than 10% of their stock non-decent, and that funding would not cover capital work s costs for a landlord s last 10% of non-decent stock. The remaining gap funding required to achieve the decency standard by 2013 is 20,500,000 spread over 2011/12 and 2012/13. This funding would bring the remaining 19% of nondecent stock up to the required levels. The 6 keys areas of work to be progressed being: Decent Homes Scheme to be completed Standards improved in the private rented sector Fuel poverty in the district reduced Greater choice of quality housing in the district 33

The reduction of vacant homes across the district Increasing the number of affordable homes in the district. 9.5 Co-location of Services To provide a more customer focused and efficient organisation, the merits of multi-purpose, co-located service delivery buildings in strategic locations throughout the district needs to be examined. This opportunity would seek to improve customer relationships, providing access to services, information and support, in good accommodation at one convenient location. It also reduces costs through the economies of single site provision and, wherever possible, through flexible design to allow for ease of adaptation in the future. 9.6 Community Transfer of Assets The transfer of assets to, and active management of community facilities by the communities themselves, is one way of achieving more responsive services that meet local needs and priorities. The Quirk Review of Community Management and Ownership of Public Assets concluded that community ownership and management of public assets can bring, in some instances, substantial social and community benefits. This may in turn create more confident and empowered communities and this is an approach that should be recognised and supported. Since this may also mean that the Council can divest itself of certain properties, it no longer has any direct use for, and so as a consequence potentially making savings. The announcement of central government s proposed Decentralisation and Localisation Bill and its potential effect on how this proposed legislation will affect how Bassetlaw manages its services and assets has yet to be seen. However, this will give further empowerment to local communities seeking to take over the operation of Council owned property assets to provide services as a local level. The Community Right to Buy is an intrinsic part of the Localism Bill (Part 4, Chapter 4), currently at Committee Stage in the House of Commons. While the Bill sets out certain principles around the Right to Buy a guiding framework. The government has decided not to draw up a long list of buildings and land that fall within this definition. This would be far too prescriptive, it feels. Instead, it is proposing to draw up a list of buildings and land that are definitely not of community value and will then allow local authorities to use their discretion to determine what is of community value. So it can expect to see different interpretations up and down the country. In deciding whether a nominated asset should be listed, the local authority will need to exercise its general duty to take all relevant matters to be consideration when making its decision. It is intended that land and building of community value would be considered if:- 34

its actual current use furthers the social wellbeing and interests of the local community, or a use in the recent past that has done so that the use is not an ancillary one for land in current community use it is realistic to think that there will continue to be a use which furthers social wellbeing and interests, of for land in community use in the recent past it is realistic to think that there will be a community use within the next 5 years it does not fall within one of the exemptions which are currently being collated; such as residential premises that have additional land. Despite the above, Asset transfer may not always be the best way forward and in shaping any decision, consideration has to be given with regard to both the risks involved and the benefits to be gained from such arrangements. By reference to similar projects undertaken elsewhere in the country, experience and knowledge can be introduced into that decision making process. 9.7 Sustainability Meeting the needs of the present without compromising the needs of future generations. Sustainability is about use of resources, the impact on the environment and on the economy. Sustainability and climate change is firmly embedded within the Council s strategies, policies and programmes. For example: The Corporate Strategy, Climate Change Strategy, Local Climate Impacts Profile and the Carbon Management Plan. To successfully achieve sustainability and reach carbon reduction targets, the integration of sustainability in to asset management is a commitment that should be made. Whether taking into account a properties lifespan, regeneration or use, key themes (outlined below) of sustainability should be considered. Energy Efficiency: A building will always have energy costs and emissions. By reducing the energy use you make savings and reduce emissions. It is highly unlikely that energy prices will decrease in the near future and very likely that a building will at some point become part of the Governments Carbon Reduction Scheme, whereby an organisation pays a fee for every ton of Co2 it produces. Monitoring the energy used therefore becomes an essential part of property management as well as a future legislative requirement. From monitoring, targets and actions can be put in place to decrease the organisations impact on the environment and make it more economically viable. Carbon Reduction: Low carbon technologies are part of the modern world and should be automatically considered in new build or regeneration. Generating green and clean power using renewable technologies is a key consideration in asset planning and projects, 35

whether this is solar, hydro or ground source. The opportunities presented by these technologies reduce the organisations impact on resources and cash flow. Long term investment is often needed but the payback is made worthwhile through tariff schemes such as the Feed in Tariff and Renewable Heat Initiative. Water Consumption: Water is often the forgotten resource when considering efficiency and emissions. Because of the processes it goes through the emissions per ton are higher than that of fuel. Water is not the infinite resource we think it is. Monitoring water should run alongside the energy consumption and adhere to targets and benefit from engineering and behavioural solutions. In terms of new build, sustainable urban drainage should be considered wherever possible. Inside the building water saving taps, dual flush cisterns and flow restrictors can notably reduce water waste. Use of Sustainable materials: when selecting materials for use of construction or refurbishment consideration of both the environmental impact of their production as well as options for re-use or recycling in the future. When considering the life cycle impact of decisions is not something that can be ignored. Work with supply chain will integrate this thinking into the decision-making processes. It is expected that for major projects sustainability assessments of materials needs to be evaluated for construction works, and specific targets for use of recycled materials is achieved. A key part of whole life assessment must be to address the sustainability aspects of the facilities. In some areas there are clear links between whole life costs and sustainability, such as the direct costs of energy usage. Waste minimisation and recycling: reducing waste and identifying uses for waste that cannot be avoided should be part of day-to-day business across the operational estate. Appropriate facilities are available for the segregation and storage of wastes where this is required to enable sustainable waste practices. However waste management plans also need to be part of all of projects relating to all BDC assets. The principles of the site waste management plan regulations will be applied to all of any new projects undertaken by the Council, whether or not they meet the thresholds included in the legislation. Sustainable Design: The ethos of sustainable design is to make it multifunctional, flexible and capable of different uses throughout its lifespan. A well designed building can withstand the test of time and adapt to different uses. Even our oldest buildings can be flexible and redundant 36

buildings should be considered as a valuable resource and reused if possible. The Council should be committed to using and applying principles of sustainable design and the will to achieving BREEAM excellent ratings in all applicable projects. Preparing For Climate Change: The Council currently has an LClip (Local Climate Impacts profile) on the local weather events that have affected this area in particular. Once again flooding has proven to be the adverse weather event that impacts most in Bassetlaw and the work already done in regard to flood mitigation have proved successful. These works continue and adaptation and mitigation to the impact of climate change and associated extreme weather events should be part of all asset management. Adaptation and mitigation seeks to ensure that the asset remains fit for purpose throughout its operational life. Social and user environment: the asset can have a considerable influence on the quality of service provided to the public. Sometimes user satisfaction may be as important as other issues such as financial and environmental aspects. By clear specifications and expectations regarding building use and how appropriate the Council s assets are for their intended use, their accessibility, together with user and staff perceptions of safety. Sustainable options often impact heavily on the initial outlay of a new build or regeneration of an old one. However if used correctly the buildings lifespan is longer and the payback in savings will often far out way the initial investment and within ten years. An organisation needs to look to the future when considering its assets. 37

10.0 ORGANISATIONAL ARRANGEMENTS FOR CORPORATE ASSET MANAGEMENT PLANNING 10.1 Introduction This section of the Plan aims to explain the Council s political and officer structures for managing its property assets. 10.2 Political Corporate Asset Management Structure COUNCIL CABINET OVERVIEW AND SCRUTINY COMMITTEES PROPERTY AND REGENERATION GROUP 10.3 The Council The Council has responsibility for agreeing the Asset Management Plan, Capital Strategy, and Capital and Revenue budgets. 10.4 Cabinet Cabinet has responsibility for the preparation of the Asset Management Plan, Capital Strategy and the overall budget, along with the agreement of capital projects and the delivery of the same. 10.5 Property and Regeneration Group 38

The Property and Regeneration Group has the following Terms of Reference: 1. To plan, recommend and monitor the Authority s Capital Programme to ensure the best coordination of resources and delivery of agreed budgets within timescales. This will include the compilation of the recommended projects, their resourcing and monitoring throughout the relevant financial year. 2. To review the Council s land and property holdings with emphasis on their use and relevance to the needs of the Council. 3. To review the Council s land and property requirements and ensure that land and property matters are dealt with efficiently and corporately. 4. To make recommendations for further investment in and safeguarding of the Council s land and property holdings. 5. To contribute towards the selection of potentially saleable land and property. 6. To consider matters relating to strategic sites within Bassetlaw to maximise town centre regeneration and external funding opportunities related to land and property considerations. 7. To promote value for money in all capital projects and the whole-life implications of new and existing assets. 8. To consider the land and property aspects of all projects being prepared in accordance with the Council s approved budget and be aware of wider considerations such as:- The availability of sites and premises within the District irrespective of ownership The demand for sites and premises the availability of external resources to bring forward new sites and premises The development of regeneration programmes within the District. The approval of the Asset Management Plan Using its own land and property resources to encourage new business and employment opportunities to the district Using its land holdings to support affordable housing in conjunction with external funding. 9. Intervention in the market place with the Council undertaking development that private developers might not undertake and the increasing role of the Local Authority both as a facilitator and enabler. 39

The Group meets every month throughout the year; membership of the Group is as follows: Director of Resources (Chairman) Head of Finance and Property Head of Community Prosperity Property Manager Senior Housing Manager Environment Services Manager Economic Development Manager Planning Policy and Conservation Manager Principal Building Control Surveyor Senior Accountant Sustainability Officer Facilities Manager 10.6 Scrutiny Committees The Council has two main scrutiny committees whose terms of reference include the monitoring and review of property related policies, projects and processes. 10.7 Corporate Property Officer (CPO) The Property Manager as the Corporate Property Officer has specific responsibility as the Council s most senior property professional for management of the property portfolio. The specific responsibilities of the Corporate Property Officer are set out below: - The implementation of the asset management process across the Council to produce the requisite outcomes and performances; - Providing advice to the Authority in respect of all property issues; - To review the Council s Corporate Plan, service plans and the community plan to identify property implications; - Forward planning to ensure the Authority s property assets support the delivery of corporate and service objectives; - Assessing corporate drivers for future change and their implication for asset management; - Annual interviews with Heads of Service to discuss asset management and property suitability issues in relation to specific services; 40

- To maintain close links with service review lead officers to identify at an early stage any implications for assets; - Developing and implementing performance measures including the utilisation of local and national performance indicators; - To collate and disseminate information in relation to land, buildings, and other property related assets. The Corporate Property Officer or his nominated representative attend all working groups and regularly advises Members at the Property & Regeneration Group. The CPO s staff provide professional, technical, and administrative support to the above processes. 41

11.0 ASSET MAINTENANCE 11.1 Overview An essential part of Asset Management is for an effective planned maintenance policy and a thorough understanding of the condition of the property portfolio in order that strategic decisions can be made with full information. Physical condition surveys have been undertaken on 66 properties and sites. The survey then divides the building or site up into a number of elements which is then allocated a condition category from A to D. Each element also has a repair budget allocated to it as well as an identified life expectancy until that element requires repair or replacement. Where only a repair is identified for an element the budgeted sum reflects an upgrade to condition B. There may be circumstances where a different standard is appropriate for example a short life building used for a temporary purpose. In all cases however the asset must comply with statutory requirements such as health and safety, disabled access, food hygiene. 11.2 Condition Grades A = Good.- Performing as intended and operating efficiently. B = Satisfactory.- Performing as intended but exhibiting minor deterioration. B(C) = Items currently condition B but will fall to condition C within 5 year period. C = Poor.- Exhibiting major defects and/or not operating as intended. D = Bad.- Life expired and/or serious risk of imminent failure. In addition, a repair cost has been entered against each repair to bring the component up to a sound/operationally safe condition. An estimate of time remaining until the repair is implemented has also been allocated. The time allocation covers a five year projection. The extent of items has been measured and a descriptive note recording location within premises so that items can be located. A note describing the fault and corrective work has been provided together with its location by floor and room number in the main condition report document for the physical condition surveys. 42

11.3 Maintenance Backlog A further round survey of all properties excluding housing assets managed by A1 Housing is proposed to be undertaken. A five-year planned maintenance programme will be developed further for each property taking into account repairs and maintenance, fire risk recommendations, access improvements and essential health and safety work. The surveys will be carried out for properties where the Council has a direct repairing obligation. The aim of the programme is to ensure that the Council s assets remain fit for purpose and to shift the focus of maintenance closer to the RICS best practice ratio of 60% (Planned) 40% (responsive) where sufficient funds exist. Overall, this approach should reduce the cost of maintenance over the life of the programme. The five-year planned maintenance programme will be monitored annually to assess the true maintenance backlog for Council properties. The identified backlog for each property will be the difference in work carried out in year against the identified programme. 11.4 Scope of Work Disability Discrimination Act (DDA) - ongoing program of access audits and reports which are now stored electronically.. Control of Asbestos at Work Regulations maintaining and updating the asbestos register. Control of Legionella HSE approved code of practice risk assessments and ongoing responsibility for water monitoring regimes. Regulatory Reform (Fire Safety) Order 2005 - risk assessments review to ensure compliance with the order. Energy Performance of Buildings Regulations annual update of Display Energy Certificates and advisory report. Carbon Reduction Commitment (CRC) mandatory emission trading scheme to deliver reduction in greenhouse gases. Electrical Testing to ensure compliance with the Electricity at Work Act 1989. Portable Appliance Testing (PAT) testing of electrical equipment on an annual basis now undertaken by the Council s Facilities Officer 11.5 Approved Action to be taken to Reduce Maintenance Backlog In order to assist with the cost of ensuring that property assets are fit for purpose the following action will be taken.- 1) Cabinet did approve a capital bid of 500,000 in the 2009/10 budget process which was spent in 2010/11. Further resources of 75,000 per annum from 2011/12 until the end of financial year 2014/15 is included Capital Programme. This budget will assist in meeting the cost of work identified through revised condition surveys. 43

2) The approved revenue repairs and maintenance budget for 2011/12 was 280,700. 3) Property reviews will take into account the cost of future repairs identified through revised condition surveys with a view to disposing of assets with a high maintenance cost and low suitability/financial return. It should be noted that whilst a property is vacant pending disposal it will continue to be a draw on the Council s budget in terms of vacant property management costs. 4) Innovative partnership agreements to reduce the Council s repairing liabilities for example: Regal Cinema/Kilton Youth Centre where a peppercorn lease arrangement has been agreed in return for tenants achieving community objectives and obtaining funding for property maintenance. Together with the proposal to lease the former Central Library at Central Avenue, Worksop to the Aurora Well Being charity 5) Whole life costing model used as part of maintenance process. The CIPFA IPF strategic model will be adopted by Property Services to consider major property repair items. 6) Applications for external funding to match fund capital monies provided by the Council. Significant potential exists to lever match funding for the Council s heritage properties. 7) Invest to save bids will be submitted to carry out energy efficiency improvements to Council property. 8) The use of SCAPE to facilitate repairs and maintenance to properties identified in the backlog maintenance schedule with the associated opportunities that will become available to achieve better value for the Council, in terms of the Council s money being spent locally and staff time being directed to work projects rather than the normal tender and procurement process that can become a potentially protracted process. 9) The disposal of surplus or non-fit-for-purpose property that is in poor condition, large backlog maintenance cost, or in poor legislative compliance 10) Effective management of investment estate through enforcement of tenant obligations under leases and tenancy agreements. 11) Properly planned and reactive maintenance prioritisation to comply with the maintenance. 12) The effective targeting of maintenance by reference to condition survey reports. 44

13) Limiting maintenance spends of non-strategic buildings to Health & Safety and legislative compliance reasons only. 14) Centralised maintenance budgets will be strictly controlled to ensure expenditure is only on maintenance related repairs. 11.6 Main Issues Backlog Maintenance Works Total remedial work required for the BUILDING and M&E Elements: (Note that this is based on an estimated Gross Internal Floor Area of 62,050m2) 11.7 Budget for Future Maintenance Works Total remedial work likely to be required within a five year period for the BUILDING and M&E Elements: Building Survey 1,855,686.00 M&E Survey 363,600.00 TOTAL COST 2,219,286.00 Cost per m2 (average) 35.77/m2 (Note that this is based on an estimated Gross Internal Floor Area of 62,050m2) These figures are exclusive of Prelims, Profit, Contingency, Fees, Expenses and VAT and are for backlog works only; they exclude costs relating to any proposed service or facilities developments. They are based on bringing all areas up to a sound and operational (not new) condition. Through the proposed framework agreement with Scape it is envisaged that there is a potential to make savings in relation to the costs identified in the above program of works. 45

11.8 Breakdown of Condition Bands The buildings surveyed fall into the following Condition Bands: Band 1 ( 0-25/m2) 32% Band 2 ( 26-75/m2) 26% Band 3 ( 76-100/m2) 06% Band 4 (> 100/m2) 36% The percentages above are based on the number of properties that fall into each band. Breakdown of Priority Grading The buildings surveyed fall into the following Priority Gradings: Priority 1-1% 54,700 Priority 2-42% 2,176,668 Priority 3-57% 2,955,526 Priority 4-00% 0 Bands applied: Priority 1 - Urgent Work, Priority 2 - Essential Work, Priority 3 - Desirable Work Priority 4 - Long Term Work. 46

Breakdown of Condition Bands for Bassetlaw District Council 28% 36% Band 1-0 - 25m2 7% 29% Band 2-26 - 75/m2 Band 3-76 - 100/m2 Band 4-100/m2 + Breakdown of Priority Grading Cost for Bassetlaw District Council 2,955,526 54,700 2,176,668 Priority 1 - Urgent Work Priority 2 - Essential Work Priority 3 - Desirable Work Priority 4 - Long Term Work 11.9 Summary. Contractors acting on behalf of the Council a physical condition survey of selected properties. The surveys undertaken within the study relate to conditions prevailing on site in June 2009. See property schedule in Appendix 2. 47

12.0 PROGRAMME PLAN / IMPLEMENTATION 12.1 Methodology for Corporate Prioritisation of Projects With the current financial constraints and competing pressures on the Council it remains important that the Council adheres to its methodology for prioritising between potential projects and schemes, which are based on both corporate and service based priorities. Attention is also focussed on the revenue implications of any capital expenditure to ensure the Council will not inherit a legacy of increased revenue costs. Therefore, only whole life costs are considered. The Asset Management Plan plays a vital role, through a co-ordinated and sustainable asset disposal/retention process, in releasing capital resources to help fund the programme. The prioritisation process is numerically based, and allocates points to projects dependent upon the categories into which they fall. The aim is to demonstrate how the Council selects projects that will achieve its overall objectives and is not biased towards particular service interests. The process is in two parts. In Stage 1, projects are placed into one of 8 categories, attracting the appropriate points (example: categories include legal requirement to provide service or asset/match funding is available to meet part of the cost). In Stage 2, additional points may be acquired if projects satisfy one or more criteria. Equally, points can be deducted if, for example, the project results in increased revenue costs. The aggregate of these two stages will result in a list of projects in priority order. Projects above 500,000 will be considered separately. This is because above 500,000 a project will consume such a large proportion of the likely resources available as to make the process ineffective for the remaining bids and it is recommended that bids of this order should be prioritised and considered separately. Projects of this scale make comparison in the context of a prioritisation process very difficult. In a case where a project of such size is put forward, it could be decided that all cash available for the year should be allocated to this one project or if the project is high value and spans a number of years, the annual allocation would be top sliced prior to allocating remaining funds identified through the normal prioritisation process. A lower limit of 10,000 has been set because this is considered small enough to be met from revenue budgets. 12.2 Co-ordination of Asset Management Information and its Integration with Relevant Financial Organisational Information Due to the importance of capital receipts funding the above capital programme and receiving revenue income to meet predicted targets, it is essential that asset management information is co-ordinated and integrated with relevant financial information. 48

The asset register is the corporate record of properties and maintained throughout the year in accordance with CIPFA / RICS Valuation Standards 6 th edition (red book) requirements. From 1 st April 2010 local authorities have been obliged to introduce IFRS Accounting. IFRS places greater emphasis on Componentisation i.e. the requirement to depreciate separately those parts of an asset which have a cost that is significant in relation to the total cost of the asset. Asset management information is reported as a standing item to Property and Regeneration Group, which meets monthly. This information includes progress on capital receipts target, revenue income generated and any rent loss associated with disposals. In addition to the above, property services staff receive monthly budget reports from financial services in order that progress can be monitored and are involved in forecasting predicted income for future years. 12.3 Risk Management Under Bassetlaw District Council s Corporate approach to managing risk the above asset management/financial risks have been assessed. Ability to achieve capital receipts target scored as an amber (medium risk), and therefore ongoing review and monitoring is necessary as identified above. In the Corporate Property Strategy Disposals Policy, it is identified that the CPO should be closely involved in setting the capital receipts target in order to mitigate risk and ensure that the capital receipts target is realistic and sustainable. In respect of revenue income generated from investment property, the risk of not achieving the target is rated as green (low risk) due to the likelihood of any variance being in the region of less than 50k based on past performance and also the property services staff who are heavily involved in forecasting the budget. A key area which requires review is in respect of Health and Safety arrangements for council properties which has been assessed as an amber risk as existing systems are in place to manage key areas for example: legionella, asbestos, electrical safety and condition. On each site there should be a building log book containing all necessary information in relation to statutory and legislative requirements including legionella, and asbestos records. In addition there should be an individual appointed as the Responsible Person and Building Occupier s Representative. A review of controls will be carried out this year alongside the ongoing implementation of the new property management system. 49

13.0 PERFORMANCE MANAGEMENT FRAMEWORK 13.1 Overview Performance monitoring is essential to ensure that the property portfolio is achieving strategic outputs. New indicators as detailed below will be implemented this year, which are directly linked to the main aims of the Council. The performance indicators are reported annually to the Audit and Performance Scrutiny Committee in a report which describes and evaluates how the Council s asset base contributes to the strategic plan objectives. 13.2 Performance Indicators It is recognised that an effective performance management framework is essential in delivering a well run Asset Management Service. The Council are collecting the new COPROP performance management national property performance indicators. These are in summary: PMI 1 Condition and Required Maintenance This indicator highlights maintenance backlog and indicates the percentage of planned maintenance which the authority is undertaking. The emphasis of this measure is to ensure that property assets are fit for purpose. PMI 2 Environmental Property Issues Measurement of running costs for property (Gas, electricity and water) and assess the level of CO2 emissions generated from Property. PMI 3 Suitability Surveys In line with ensuring that premises meet the requirements of service users, suitability surveys are used to highlight service user issues with buildings in order that an action plan can be formulated. 50

Local/Corporate Property Performance Indicators as summarised below:- Ref Indicator Definition Corporate Link LPI 1 Performance of capital disposals against target set % of financial value achieved against financial target Efficient and Effective LPI 2 Annual Rental Growth (Investment Property) Used to identify good / poor performance within the Property Portfolio Efficient and Effective LPI 3 % Revenue Income achieved against target Used to highlight annual investment property performance Efficient and Effective LPI 4 Voids No. of lettable units void as a % of the total units LPI 5 Jobs Created Net gains for key property transactions Efficient and Effective Jobs and Enterprise LPI 6 No of new Affordable Housing Units delivered directly or indirectly As stated Safe and Strong 13.3 Property Review/Suitability A robust property review exercise is fundamental in developing an effective management strategy. Property review is undertaken on an ongoing basis. By setting, monitoring and reporting against performance targets, in conjunction a more formal review process. Assets are considered against whether or not they are being employed in delivering the identified requirements of the services. 51

14.0 FORWARD PLANNING 14.1 Property Review/Suitability A robust property review exercise is fundamental in developing an effective asset management strategy. The Council s review programme is currently underway and continuously challenges whether our current property holdings are achieving the Council s aims and objectives. The review process is outlined below: COUNCILS STRATEGY AND OBJECTIVES DELIVERY Community Plan & Corporate Plan Capital Strategy, Housing Investment Programme and Economic Sustainability & Tourism Strategy. Corporate Working Groups Forward Planning. Front Line Services- Future requirements. Emergency Issues Budget, New legislation etc. Collaborative Working with Partners Economic Development Strategy R & P Group/Cabinet Approve Action CPO ANALYSIS OF PROPERTY HOLDING Performance Monitoring Opportunities Mapping Scenarios PROPERTY REVIEW The property review process ensures that the Council s reason for holding property is clear and relevant. The review takes into account the Council s future property requirements, strategic issues, performance measures outlined in Section 8, and future maintenance liabilities. The standard property review sheet is included in Appendix 1. 52

For operational properties the views of the service managers are vital in understanding whether service properties are fit for purpose and are able to meet the future requirements of the Authority. The method of obtaining this feedback is through suitability surveys and structured interviews with service managers. In addition to more formal methods of consultation the Corporate Property Officer (CPO) interacts regularly with front line services and has a full understanding of their requirements. The standard suitability survey is also attached in Appendix 1. The results of the survey are then used to complete the suitability matrix as part of the property review exercise. As part of the liaison process with front line services the CPO regularly attends Portfolio Holder meetings to discuss property issues through a workshop style process. There will be increased emphasis on public sector organisations to seek out opportunities to jointly work together by sharing premises and strategic locations in the district. The identification of co-location opportunities with other public sector organisations will seek to maintain customer focused services whilst aiming to reduce costs through economies of scale. This process may well also free up existing premises that fall surplus to an organisations requirements that then can be considered for potential disposal. These locations may be satellite managed workspace, but the intention would be to have quality accommodation in one location that provides public access to services and maintains and improves relationships with customers. 14.2 Future Proposals As shown in the Property Review process model above, the CPO plays an active role in strategy formulation in addition to a financial role in ensuring that sufficient monies are generated to fund the Council s Corporate Plan commitments and Housing Investment Programme. The CPO attends the working groups outlined below and provides a direct corporate link to Property and Regeneration Group. The future requirements of the Authority can then be translated into Asset Management Policy. i ii iii iv v A1 Housing Project Board To determine Housing Strategy in Bassetlaw Regular property meetings with Nottinghamshire County Council, Bassetlaw PCT and Nottinghamshire Police Regular meetings held at officer level to discuss property issues with a view to collaborative working. Bassetlaw LDF Group Considering regeneration issues as part of the LDF. Bassetlaw Newark and Sherwood Crime Partnership - Property input required to improve crime hotspot areas. Sustainability Group 53

Attendance at the above Working Groups is essential to providing a corporate understanding of property issues. Property input has been the catalyst for new delivery solutions for example:- - Land at Sandhill Lake; joint working with Notts County Council, Real Education and the PCT to provide services to local disaffected young people in a supported environment 14.3 National Links An important part of the Asset Management process and keeping up to date with latest information is membership of the CIPFA Asset Management Planning Network. Through this Group the Corporate Property Officer is made aware of future changes which affect Asset Management and the Council benchmarks performance information with member authorities. The Network is a valuable source of information and member authorities share information on a number of issues. The Association of Chief Estates Officers (ACES) hold regular meetings for its members and discuss a wide range of property relates issues as well as issuing guidance to members. There has been increasing attention paid to Asset Management Plans and with the impact of the CSR this information is likely to be of increased benefit to its members. 54

APPENDIX 1 Summary of Key Objectives Objective: Targets/Actions Anticipated Delivery Date Capital receipts Implement property disposal strategy Ongoing since September 2011 Backlog maintenance Operational estate Sustainability One Council approach to property and facilities management Asset data management Development & Regeneration 5 year PPM schedule that identified statutory and non statutory work 5 year program to ensure front line properties are fit for purpose Bassetlaw District Council in house targets Report to Cabinet approved Centralisation of Property & FM services Operational property fit for purpose in line with condition surveys IT system purchased Property records updated Develop employment opportunities in Worksop and Harworth Improve the quality of our Town Centres Ongoing work Ongoing work from April 2011 Within Central government timetable 2020 Recommendations implemented Completed Ongoing In place Ongoing work Demand studies ongoing Work to Bridge St. Market and Retford Market Square completed Worksop Market Place Public Realm Works to be completed March 2012 Target with partners vacant garage sites especially rural ones for affordable housing Maintain the provision of quality employment sites Initial sites identified Ongoing 55

APPENDIX 2 Property Review / Suitability PROPERTY HOLDINGS REVIEW - ASSESSMENT SHEET 1. PROPERTY 2. PROPERTY CATEGORY 3. DESCRIPTION 4. FLOOR AREAS/SITE AREA INSERT PHOTO 5. CONTRIBUTION TO COUNCIL S MAIN AIMS/OBJECTIVES Creating a Better Environment Crime and Community Safety Promoting Social Inclusion Transport and Access Addressing Housing Needs Lifelong Learning Jobs and Regeneration Promoting Healthy Communities Leisure and Culture Investment Property Operational Property Low Medium High 56

6. TENURE DETAILS 7. MAINTENANCE 7.1 Current Condition: 7.2 Actual Maintenance Cost(last Financial Year) : 7.3 Provisional Allocation in Planned Maintenance Budget - 7.4 Planned Maintenance Requirements: Year 1 Year 2 Year 3 Year 4 Year 5 Total 8. RUNNING COSTS/ENERGY USE 8.1 Water: 8.2 Gas: 8.3 Electric: 8.4 Business Rates: 8.5 Management Issues: 9. COMMITTEE - Executive 10. PLANNING - 57

Good Performance Poor Performance High suitability Low Suitability 11. PERFORMANCE MEASUREMENTS 11.1 Capital Value 11.2 Income: 11.3 Frequency of Review/Next Review 11.4 Annual Rental Growth Rate: 11.5 Internal Rate of Return: 11.6 Investment Performance Matrix B A D C High Investment Low Investment 11.7 Suitability Matrix (Operational Properties Only) B A D C High Investment Low Investment 12. COMMITTEE - Executive 13. OPTIONS Corporate/Financial/Service Considerations) 1 Retain 2 Dispose of Freehold 3 Lease the site to generate rental income 58

Corporate Financial Service Considerations 14. OTHER COMMENTS 15. RECOMMENDATION 59

Date: Suitability Questionnaire Property: Suitability Score 0 (Worst: Not Suitable) 10 (Best: Very Suitable) Suitability Elements Score 1) Location of Premises 2) Amount of Floor space/land 3) Quality of Facilities 4) Car Parking 5) Layout 6) Running Costs 7) DDA Compliant 8) Corporate Image 9) Adaptability 10) Potential to meet future Requirements. 11) Staff Satisfaction 12) Customer satisfaction TOTAL Other comments from Service Provider Scores of less than 60 generally require action to address Property Issues either through new Property solutions or work to address key suitability elements outlined above. An Action Plan would be identified in Property Review process. 60

APPENDIX 3 Backlog Maintenance The schedule is based on physical condition surveys completed October 2009. These costs exclude any costs in relation to service or facilities development. They are based on bringing the premises up to a sound and operational (not new) condition. Property Types and Addresses Site Address Block Total Cost 001 Queen's Building 01 - Main Building 600,000* (see note 1) 002 Worksop Town Hall 01 - Main Building 180,000 003 Worksop Town Hall Link 01 - Main Building 62,275 004 Retford Town Hall 01 Main Building 232,100 005 17b The Square 01 - Main Building 100,000 007 Retford TIC 01 - Main Building 17,350 008 Worksop TIC 01 - Main Building 99,520 009 Harworth Housing Office 010 Kilton Forest Golf Course 010a Kilton Forest Golf Course 011 Memorial Avenue Depot 01 - Main Building Now sold 00 - Main Building 15,000 01 - Main Building 85,800 01 - Main Building 72,570 012 Carlton Forest Depot 00 Site 14,000 012a Carlton Forest Depot 01 - West House 34,950 012b Carlton Forest Depot 02 - Training & Development Centre 012c Carlton Forest Depot 03 - Environmental Services 2,200 36,990 012d Carlton Forest Depot 04 - The Bungalow 26,930 012e Carlton Forest Depot 05 - Carlton Forest House 72,440 012f Carlton Forest Depot 06 - East House 49,490 013 88 Albert Road 01 - Main Building 28,500 014 Bircotes Leisure Centre 015 The Pavillion, Kings Park 016 Goosemoor Lane, Changing Rooms 01 - Main Building 327,653 01 - Main Building 14,764 01 - Main Building 15,950 017 Retford Nurseries 01- Offices 180,000 61

017a Retford Nurseries 02 - Racket Court 44,550 017b Retford Nurseries 03 - Potting Sheds 66,000 018 Sandhill Lake Toilets 01 - Main 23,500 Building 019 Costhorpe Sports 01 - Main Building 8,860 Ground 019a Costhorpe Sports Ground 02 - Changing Rooms 41,790 020 Langold Country Park 01 - Cafe 12,500 020a Langold Country Park 02 - WC 5,724 020b Langold Country Park 03 - Kiosk 1,900 022 Amcott House Museum 022a Amcott House Museum 01 - Main Building 100,000 03 - Store 87,030 023 Chancery Lane 01 - Main Building 4,860 024 Chapelgate 01 - Main Building 7,660 025 Park Street 01 - Main Building 22,340 026 Gateford Road 01 - Main Building 8,970 027 Main Street 01 - Main Building 5,250 028 Worksop Cemetary 01 - Chapel 41,500 028a Worksop Cemetary 02 - Office & WC 11,328 028b Worksop Cemetary 03 - Sheds 400 029 Retford Cemetary 01 - Main Building 12,930 030 Carlton Phoenix 00 - Site 2,000 030a Carlton Phoenix 01 - Main Building 255,000 030b Carlton Phoenix 02 - Block 02 178,000 031 Old Brewery Yard 01 - Main Building 360,000 032 Canal Terrace 01 - Main Building 50,000 033 Leverton Road 01 - Block 01 140,000 034 Leverton Road 03 - Block 03 6,000 035 Goodwin Hall 01 - Main Building 10,000 036 Former Baths, Albert Road 037 Northumberland Avenue Community 01 - Main Building 109,900* (see note 2) C 01 - Main Building 23,650 038 CAB Central Avenue 01 - Main Building 8,750 039 Chapelgate, Retford 01 - Car Park 39,000 040 West Street, Retford 01 - Car Park 27,500 041 Chancery Lane (North), Retford 042 Chancery Lane (South), Retford 01 - Car Park 5,000 01 - Car Park 1,000 043 Carolgate/Wharf Road 01 - Car Park 15,250 62

044 Churchgate, Retford 01 - Car Park 80,250 045 New Street, Retford 01 - Car Park 64,750* (see note 3) 046 Adj 77 John Street, 01 - Car Park 250 Worksop 047 Adj 99 John Street, Worksop 01 - Car Park 750 048 Lead Hill, Worksop 01 - Car Park 19,200 049 1 to 11 Gateford Road Worksop 050 Priorswell Road, Worksop 01 - Car Park 25,770 01 - Car Park 51,700 051 Castle Hill, Worksop 01 - Car Park 12,250 052 Adj 10 Newgate Street, Worksop 053 Adj 28 Newgate Street, Worksop 054 Adj 49 Newgate Street, Worksop 055 Adj 65 Potter Street, Worksop 056 16 Queen Street, Worksop 01 - Car Park 44,500 01 - Car Park 45,000 01 - Car Park 54,250 01 - Car Park 18,000 01 - Car Park Site identified for new bus station 057 Farr Park, Worksop 01 - Car Park 1,000 058 Carr Road, Retford 01 - Car Park 9,360 059 Adj Old Brewery 01 - Car Park 18,500 Canal Terrace 060 Little Theatre Retford 01 - Car Park 250 Total 4,452,404 Notes: The backlog maintenance figure previously stood at 5,148,894 as at April 2011. The reduction has been achieved through a mixture of completed improvement schemes and property disposals, a reduction of around 14% Note 1 - Adjusted figure following refurbishment works were completed within 2011/12 financial year for the following items: i) Window frame replacement - 220,000 ii) Replacement kitchens - 60,000 iii) Refurbished male and female wc s - 100,000 Note 2 - Subsequently leased on full repairing and insuring terms Note 3 - Car park in the ownership of Notts. County Council and managed by Bassetlaw DC. 63

Additions to Operational Estate:- 73 Bridge Street, Worksop - This property has been added to the operational estate as a result of the requirement to relocate the existing public toilets and markets office and store to a more appropriate location closer to the relocated open markets that previously operated on the site of the new Savoy Cinema. The first floor of new premises will also provide a file storage solution and enable files to be moved from Old Brewery Yard, so feeing up space that can be relet. 64